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In his last major works, Deming provided an overarching framework for the implementation of quality management within an organisation – “the system of profound knowledge”. This approach summarises a lifetime of dedication to the field of quality management. Presented as a simple framework, it is in reality a complex set of interactions that requires a precise fit to an organisation, and the individuals that constitute that organisation. After its initial implementation within a particular organisation a process of constant development is also essential. Gapp provides two models, which were used to assist in the establishment of the system of profound knowledge within an existing successful TQM organisation. During the implementation of the system of profound knowledge, leadership and management variables were measured. As clearly stated by Deming and supported by Kohn, McNary, Gapp and McGregor, the leadership required for the establishment of the system of profound knowledge must encompass intrinsic motivation, co‐operation and collaboration. This research investigated the proposed uptake of the above characteristics within the existing leadership of the organisation.

The focus on organisational excellence in the first instance must be excellence, defined by The Australian Concise Oxford Dictionary as “surpassing merit; thing in which persons etc. excel,” where to excel is to “be superior”. To be excellent one must exceed the existing, to “do more than is warranted by, go beyond the limit set by … surpass.” This paper examines the limits to organisational excellence by investigating the knowledge base behind the perceptions, values and beliefs that have developed both within business and business education over the last 100 years and provides supporting argument from relevant researchers. These authors postulate that such developments have placed limits at both the managerial and organisational levels by developing attitudes and beliefs that are actually in opposition to the real concept of capitalism. Such limits disempower the agents who have the real ability to achieve excellence within the organisation through increasing quality, effectiveness and cooperation.

Building on previous studies of the managerial application and development of the 5S concept (5S), this research aims to identify and present key concepts of 5S from a Japanese management perspective. These findings link 5S to aspects of Japanese management approach, which are aligned to an integrated management system rather than a simple management tool or technique.

Data were collected from Japanese companies that use 5S as a core management approach and use their organisational web sites to disseminate information in regard to this practise. The data were examined by the use of computer‐aided lexical analysis (Leximancer), which provided an insight into the nature of 5S within the original Japanese context.

The research found several key concepts behind the Japanese approach to 5S management. These findings demonstrate the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components and are discussed in a managerial rather than cultural framework.

The findings are important both theoretically and practically as they provide insight into the meaning and logic, applied to the application of the 5S management approach within its original environmental context.

The originality and value of the paper is derived from the holistic understanding of the application of 5S and its use as a problem‐solving intervention at the system or process level; a necessary initiating point within lean management philosophies. 5S within the context identified is the strategic platform for the managerial decisions required for the development of an integrated management system.

To provide an understanding of the ways in which Confucian Heritage students use reflection as a means of learning at university.

The approach is an exploratory qualitative study into the ways in which Confucian Heritage students learn while studying at university. Data are collected by means of semi‐structured formal interviews involving six students enrolled in a first‐year business course at an Australian university. Interviews are analysed using qualitative content analysis to identify major themes.

The research finds that values and cultural background influence Confucian Heritage students' approaches to teaching and learning at university. Beliefs that Confucian Heritage students learn through “rote learning” are challenged. Reflection is shown to be an important means of understanding, through deep learning, for Confucian Heritage students.

Understanding the relationship between culture and learning will inform teaching practice, thus enabling educators to guide and facilitate learning outcomes more effectively.

The research challenges the assumption that Confucian Heritage students use surface learning approaches such as “rote learning”. In fact, repetition is part of a process of reflection leading to deep learning. The research shows the importance of understanding culture as a means of improving learning outcomes.

The paper seeks to demonstrate an intrapreneur‐led three‐phase model of innovation based on understanding the relationships between service delivery and product development thought, and the application of intrapreneurial‐focused teams in the healthcare and manufacturing industries.

The research proposes a model that starts with effective teambuilding within an intrapreneurial context, then encompasses the relationship between service and product as a platform for the development of more effective innovation. A two‐part qualitative case study provides insight and understanding of the model's application within both service and manufacturing environments.

Investigating service delivery shortfalls with effectively developed intrapreneurial teams leads to new and/or improved services. New service developments in turn lead to the development of new products. An action research model based on Deming's PDSA (plan, do, study, act) cycle determines the point of departure for each stage of innovation. The PDSA cycle provides a method for combining innovation, knowledge development and management.

Current approaches focus on the characteristics of intrapreneurs rather than on the linked activities that lead to successful product/service innovation. Important issues such as how teams progress through the stages of service and product development are not usually considered. As a consequence, there is little in the extant literature to guide prospective intrapreneurs or organisations.

Little research has been conducted into how intrapreneurship occurs in organisations. This paper provides insight into how intrapreneurship functions through new service and new product innovations in both the service and manufacturing sectors.

The purpose of this paper is to propose a business process management (BPM) governance model that sets BPM decision making, along with roles and responsibilities. The setting context of the study is a government‐owned corporation operating in Australia.

A qualitative case study examined and analysed organisational documents using a content analysis approach. Results of document analysis are used to inform a series of in‐depth interviews of key stakeholders in the organisation. Interviews are analysed using a constant comparison method to derive themes and build categories of description.

A BPM governance model is proposed. Results of thematic analysis are interpreted against the framework of the BPM governance model, leading to findings that include implications for theory and practice.

In practical terms, the research shows how BPM practice can be aligned and integrated with the corporate governance and management systems in the selected case study organisation.

Despite research identifying the importance of governance, along with associated capabilities, there has been little progress on how the abovementioned capabilities can be effectively deployed across an organisation. This paper addresses a gap in the literature relating to how to deploy BPM governance in an organisation.

There are a number of factors that are essential to understanding the pedagogy, learning and knowledge requirements of developing virtual platforms for delivering effective course interaction using the World Wide Web (the web). The purpose of this paper is to focus on web‐based group work amongst undergraduate management students, during a two‐year study investigating the development of virtual groups as an important problem‐solving and learning‐enhancement process.

This study is based on the identification of successful groups undertaking undergraduate management courses, where group work is a compulsory component of the course assessment. Focus groups are used to collect a broad qualitative understanding of perceptions of students in relation to success factors. Lexical analysis is then used to analyse data.

Lexical analysis provides four clear clusters that the subjects consider are essential to group learning and performance. The outcomes of the findings link directly back to the design of learning activities and the future direction of the research.

Value is created as it advances use of the web from one of information dissemination to one of engagement and learning enhancement.

The paper presents a new paradigm for implementing action learning in a key subject area in a program.

An action research‐based course evaluation methodology was linked to course design and development at undergraduate and postgraduate levels. Involving students via effective communication provided a sense of connection and greater understanding for instructors in terms of engagement through direct insight into relevant issues of student learning and knowledge management.

The use of this and a wide variety of other relevant information via the application of action research provided an innovative platform that embedded the desire to innovate and improve the learning outcomes by combining course evaluation with a continuous course design process. This has been shown to be a far more effective method than the narrow measurement process of student course evaluation questionnaires.

As with all action research this is a continually evolving process and the data provided are from early iterations of the cycle.

The research provides a platform for ongoing investigation of learning while improving and assuring outcomes for those involved in the process.

The study presents a new paradigm in action via a case study set within core management and human resource management courses. The new evaluation methodology, together with its implementation, has proved beneficial in terms of innovation through the action research cycle.

This paper aims to augment traditional investigations of consumer‐brand relationships and suggest alternative ways to consider these interactions. Specifically, the paper employs consumer associative networks for the purpose of uncovering how various stakeholders perceive the Pharmacy Guild of New Zealand brand subsequent to the implementation of a programme designed to enhance consistency of its brand.

The paper utilises semi‐structured interviews in a focus group setting to solicit attitudes, opinions and general feedback regarding a new service concept called the Supporting Independent Living (SIL) Program, recently developed by the Pharmacy Guild of New Zealand (PGNZ). Results are interpreted utilising community branding and network approaches, such as associative network theory.

The importance of utilising an associative network approach in investigating brand‐customer relationships is supported. This helps to identify the relationships between firms and their brands and the impact that this has on the brand development of existing, or newly‐created services.

The managerial implications include the suggestion of using a stakeholder approach once the SIL concept is fully operational; particularly focusing on how the brand association information is flowing back to the PGNZ parent brand and how various stakeholders (based on their salience) perceive their relationship with the brand.